In other words, remember you're a manager and not a nanny. Of course, it doesn't mean you can freely ignore the human factor or empathy. Just don't get overwhelmed by this.

An excellent piece, I like this kind of thinking. It works in fact as several level in your life.

Interesting thinking, indeed expectations are changing quite a bit for engineering managers over time. Thus the proposed list of core and growth skills is interesting. It is likely a good framing for the job, then the art is finding the right balance for your organisation.

Very interesting maturity model about proper communication in a remote work setup. I think it definitely makes sense and doesn't feel too difficult to evaluate.

Interesting view... This explains quite well why most organizations have both formal and informal processes. I'm not sure I agree that the informal will always be fought against by management though. I've seen clever management which accepts the informal processes as long as it doesn't harm the organization.

I think the Open Agile Adoption ideas have been unfortunately unnoticed. It's thus hard to tell if it would have been fairly efficient. What's sure though is that the widespread mandate approach used during the past decade does a disservice to teams.

Nice list of templates to use for better handling of engineering management in your organisation. Pick, choose and adapt what makes sense to the context.

Indeed, stress can't be completely eliminated... but at least build an environment where risky situations are reduced as much as possible. So that when stress or anxiety shows up you can take notice and react. Otherwise you'll be creating vicious circles.

Everyone makes mistakes eventually, the real difference is in how you deal with them.

Interesting stuff. Indeed, we can easily trigger such negative feedback loops... Makes me think that compounded with impostor syndrome or unsupportive management you can really create dysfunctional teams in the workplace. This gives insights on how to get out of it.

It is indeed often the system. Now what the article is not talking about is that sometimes people do everything they can so that the system doesn't change.

This is a widespread syndrome. It's not only in our industry of course but has real consequences in terms of leadership.

Interesting parable, it's indeed a good way to illustrate different leadership styles. Being more strategic is clearly what one should try to do.

A good way to frame the possible models for your organization regarding remote work. The GitLab Handbook stays a very good resource regarding remote work, they really thought about it and documented their findings.

A good reminder that long hours are not a sign of success with your project... on the contrary.

There's often confusion as to where the management responsibilities are in agile teams. This little rambling does a good job pointing it out and giving an idea of how management happens inside and around teams.

Indeed, it's not just about hiring people it's also about having a safe culture in the workplace.

Interesting idea. Didn't make one but maybe I should sit and take some time to do that.

It's indeed not only about skills but also about roles... and the natural tendencies to cover them.

This is still a good framework to think about what motivate developers in a team. Not everyone is the same.